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This is the second of a three-case series (395-107-1 to 395-109-1) which aims to contribute to our understanding of strategic change in transnational corporations. The (A) case (395-107-1) describes the prevailing conditions within the company and the industry, and presents three alternative organisation structures. The Epilogue describes the recommended model and the (B) case (395-109-1) considers the different ways it was implemented across Europe. The cases illustrate the trade-offs which have to be made between an ideal strategy and one which can be implemented. They show how a certain vagueness in the design of a change initiative can lead to creativity in its implementation and how establishing ''a new way of changing'' enhances future adaptability.